For Nokia, the gloves come off. But now they don't have to. How does egocentrism affect product plans?

When the first iPhone was unveiled back in January 2007, I was working for Nokia out of "Nokia House," the company's beautiful bay-side crystal headquarters located in Espoo, Finland. A few days after Apple's announcement, I happened to have lunch with one particularly sharp Nokia vice president. Just like most water-cooler talk in the building that week, the iPhone became the topic of our lunch-time conversation. While I (like most of the other grunts in the building at the time) insisted the product would be a game changer for the smartphone business, that particular Nokia VP was rather dismissive of Apple's entry into the segment. His key argument against the iPhone's potential market success was the all-touch form factor. After all, he said, the device couldn't even be used with gloves on.

Wouldn't work with gloves on! I thought that was unique rationalization, but I then began to hear the same argument from some other top Nokia executives. While this might sound like bizarre thinking, you have to realize that these executives come from the land of the frost, not too far from the North Pole. Winters often start in October and can end in April. If you live in an environment where you might need to wear gloves outdoors half the year, it's not strange to want a smartphone you could answer without stripping down a bit.

So, yesterday Nokia (CNET story) unveiled two new smartphones, the Lumia 920 and the Lumia 820, which could indeed be used with gloves on. To the best of my knowledge, this is the first time a mainstream smartphone vendor touted gloves-on usage as a feature. I doubt any California-based handset company would ever have thought to make this a key-selling point.

After working in foresighting for many years and seeing many good products and features get canceled for strange or no reasons, I have often wondered how much egocentrism can contaminate product and feature planning. Egocentrism is the very natural result of projecting one's own experiences and environment to a general level. It's gut instinct gone very wrong, and as we see in industry over and over again, egocentrism can lead to some extremely painful and expensive lessons.

I've said many times that there is no such thing as a technology disruption, that is, rarely does a new technology come along and change the playing field in a very short amount of time. For the most part, competitors who do their foresighting homework have access to the same information and the same or very similar technology developments as the so-called disruptor companies. No, there are no technology disruptions, only bad judgement calls and strange decision making.

It's good to learn from your own mistakes. It's even better to learn from the mistakes of others. Welcome common sense in your decision making, but beware the potential deceptions of egocentrism.

Don't let your company get left out in the cold.

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